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The UK has a crucial role to play in the debate over how the EU should be reformed. This session engages in a conversation as to why and how.

The UK has a crucial role to play in the debate over how the EU should be reformed. This session engages in a conversation as to why and how.

This paper provides a framework for evaluating the strengths and weaknesses of Australian public assets when owned by: (i) a government department, (ii) a State owned corporate body, (iii) private investor's, or (iv) a network of constituents. The framework evaluates the generic characteristics of the four different types of governance architectures by considering their: (i) accountability, (ii) quality of service, (iii) operating costs, (iv) funding (v) cost of finance, and (vi) political outcomes. Network governance introduces distributed: communications, intelligence, decision making, and control which can be used to augment and/or replace the centralised architecture of the other three alternatives. Network governance is identified as a condition precedent for developing self‐governance and enriching democracy.

This toolkit is designed for policy makers and stakeholders who are considering the establishment of a publicly funded asset management company (AMC). An AMC is a statutory body or corporation, fully or partially owned by the government, usually established in times of financial sector stress, to assume the management of distressed assets and recoup the public cost of resolving the crisis. AMCs were first used in the early 1990s in Sweden (Securum) and the United States (the RTC), and again during the Asian crisis (for instance, Danaharta in Malaysia, KAMCO in the Republic of Korea). The 2008 financial crisis marked a renewal of the use of this tool to support the resolution of financial crises (for instance, NAMA in Ireland, SAREB in Spain). The toolkit does not address broader bank resolution issues. It has a narrow focus on the specific tool of a public AMC established to support bank resolution, and with the objective of providing insight on the design and operational issues surrounding the creation of such AMCs. It seeks to inform policy makers on issues to consider if and when planning to establish a public AMC through: · An analysis of recent public AMCs established as a result of the global financial crisis · Detailed case studies in developed and emerging markets over three generations · A toolkit approach with questions and answers, including questions on design and operations that are critical for authorities confronted with the issue of whether to establish an AMC · An emphasis on "how to" that is, a practical versus a principled approach. The toolkit is structured as followed: Part I summarizes the findings on the preconditions, the design, and the operationalization of public AMCs. Part II provides case studies on three generations of AMCs, whose lessons are embedded in Part I. The case studies cover emerging and developed markets, and have been selected based on the lessons they offer.

In many countries all over the world, governments are privatising firms that were previously under public control. This is happening, for example, in public utility sectors such as gas, water and electricity, in transport sectors (such as rail and metro) and in radio and telephony. This book provides an overview of the economic issues that are involved in this transfer of ownership of public assets. Combining a theoretical framework with a set of case studies of recent sales of state-owned assets from Europe and the USA, it asks which sort of allocation mechanism can a government adopt? Which is most suited to a particular sale? And how will the choice of allocation mechanism affect future market outcomes? With contributions from international experts, this book offers an accessible introduction to auction theory and an invaluable, non-technical analysis of existing knowledge. It will be of interest to students, non-specialists and policy-makers alike

The UK has a crucial role to play in the debate over how the EU should be reformed. This session engages in a conversation as to why and how.

The disclosure of data is often accompanied by many promises from an open government standpoint that use catchwords such as transparency, participation and engagement, not to mention innovation, viewing such data as a raw material that could be used by old and new companies to create and improve services. Although these promises effectively represent the potential of open data, in actual fact, they prove very difficult to accomplish. The delays, or rather the hurdles, that stand in the way of these data's use are multi-faceted: cultural resistance to sharing data, legal constraints and issues with creating sustainable updating processes. By retracing the steps of open data, this article highlights these issues, proposes courses of action and suggests considering open data as a common good: a resource shared by all the members of a community and from which everyone can benefit

This book provides an overview of the economic issues that are involved in the privatisation of firms, previously under public control. Combining a theoretical framework with case studies it asks which allocation mechanism can a government adopt and how will the choice of allocation mechanism affect future market outcomes?